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Labour and Industry
A journal of the social and economic relations of work
Volume 6, 1995 - Issue 2
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Original Articles

Total Quality Management: Industrial Democracy Or Another Form Of Managerial Control?

Rosemary Kelly Specialist Research Services, Wodonga
Pages 119-140 | Published online: 10 Apr 2013

Citations (9)

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Read on this site (3)

Janne Skinner. (2002) The Unintended Consequence Of Doing The Right Thing: Why Some Workers Are Working Harder. Labour and Industry 12:3, pages 27-41.
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Sally Weller, Jane Cussen & Michael Webber. (1999) Casual Employment and Employer Strategy. Labour and Industry 10:1, pages 15-33.
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Dennis Nettle. (1995) The Quality Movement in Australia: Past and Problems. Labour and Industry 6:3, pages 27-49.
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Articles from other publishers (6)

Ali Safari, Reza Salehzadeh & Elham Ghaziasgar. (2018) Exploring the antecedents and consequences of organizational democracy. The TQM Journal 30:1, pages 74-96.
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Michelle Brown, Lori A. Geddes & John S. Heywood. (2016) The Determinants of Employee-Involvement Schemes: Private Sector Australian Evidence. Economic and Industrial Democracy 28:2, pages 259-291.
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Linley C. Hartmann & Margaret Patrickson. (1998) Individual decision making: implications for decision training in TQM. International Journal of Quality & Reliability Management 15:6, pages 619-633.
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Arthur P. Preston, Richard B. Sappey & Stephen Teo. (1998) Bargaining for quality: Quality clauses in enterprise – agreements in Queensland. Employee Relations 20:4, pages 333-349.
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Michael O'Donnell. (2016) Into the Mystic: Cultural Change and TQM Teams in the NSW Public Sector. Journal of Industrial Relations 38:2, pages 241-263.
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David E. Simmons & Thomas Bramble. (2016) Workplace Reform at the South East Queensland Electricity Board, 1984-1994. Journal of Industrial Relations 38:2, pages 213-240.
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